Chapter 1

IntroductiontoManagementand
Organizations
withDuaneWeaver
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

OUTLINE

Whoaremanagers?
Whatismanagement?
Whatdomanagersdo?
Whatarethechallengesofmanaging?
Whystudymanagement?
Submittingclassexercises

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

Who Are Managers?

Manager
Someonewhoworkswithandthroughother
peoplebycoordinatingtheirworkactivitiesin
ordertoaccomplishorganizationalgoals
(Robbins,et.Al,2006,p.7)

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

Types of Managers
Exhibit 1.2 Managerial Levels
Top
Top
Managers
Managers
Middle Managers
Managers
Middle
First-Line Managers
Managers
First-Line
Nonmanagerial Employees
Employees
Nonmanagerial
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

What Is Management?
ManagerialConcerns
Efficiency
Doingthingsright
Gettingthemostoutput
fortheleastinput

Effectiveness
Doingtherightthings
Workactivitiesthatattain
organizationalgoals

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

What Do Managers Do?

ThreeApproachestodescribe:
ManagementFunctions
ManagementRoles(Mintzberg)
ManagementSkills

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

Exhibit 1.4 Management Functions

Planning

Organizing

Leading

Controlling
Lead to

Defining goals,
establishing
strategy, and
developing
sub-plans to
coordinate
activities

Determining
what needs
to be done,
how it will
be done, and
who is to do it

Directing and
motivating all
involved parties
and resolving
conflicts

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

Monitoring
activities
to ensure
that they are
accomplished
as planned

Achieving the
organizations
stated
purpose

What Do Managers Do? (contd)

MintzbergsManagementRoles
Approach
(Robbins,et.al.,2006,Exhibit1.5,p.12)

Interpersonalroles
Figurehead,leader,liaison

Informationalroles
Monitor,disseminator,
spokesperson

Decisionalroles
Entrepreneur,disturbancehandler,
resourceallocator,negotiator
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

Exhibit 1.6 Skills Needed at Different

Management Levels
Top
Managers

Conceptual
Skills

Middle
Managers

Human
Skills
Technical
Skills

Lower-level
Managers
Importance

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

Exhibit 1.8 The Changing

Organization
Traditional

Stable
Inflexible
Jobfocused
Workisdefinedbyjobpositions
Individualoriented
Permanentjobs
Commandoriented
Managersalwaysmakedecisions
Ruleoriented
Relativelyhomogeneousworkforce
Workdaysdefinedas9to5
Hierarchicalrelationships
Workatorganizationalfacility
duringspecifichours

NewOrganization

Dynamic
Flexible
Skillsfocused
Workisdefinedintermsoftaskstobe
done
Teamoriented
Temporaryjobs
Involvementoriented
Employeesparticipateindecisionmaking
Customeroriented
Diverseworkforce
Workdayshavenotimeboundaries
Lateralandnetworkedrelationships
Workanywhere,anytime

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

10

Exhibit 1.9 Challenges Impacting

the Managers Job
Ethics
Knowledge
Management

Diversity

Manager
Globalization

Innovation

Customers
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

E-Business
11

Challenges to Managing
Ethics
Increasedemphasisonethicseducationin
universityandcollegecurriculums
Increasedcreationanduseofcodesofethicsby
businesses

WorkforceDiversity
Increasingheterogeneityintheworkforce
Moregender,minority,ethnic,andotherformsof
diversityinemployees(culturalvaluesimportant)
Biggestimmediateissue?(agingpop.)
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

12

Challenges to Managing (contd)

Globalization
Managementininternationalorganizations
Politicalandculturalchallengesofoperatingina
globalmarket

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

13

Challenges to Managing (contd)

Ebusiness(electronicbusiness)
Theworkperformedbyanorganizationusing
electroniclinkagestoitskeyconstituencies
Ecommerce:thesalesandmarketingcomponent
ofanebusiness

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

14

Challenges to Managing (contd)

ImportanceofCustomers
Customershavemoreopportunitiesthanever
before
Deliveringconsistenthighqualityserviceis
essential
Managersneedtocreatecustomerresponsive
organizations

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

15

Challenges to Managing (contd)

Innovation
Doingthingsdifferently,exploringnewterritory,
andtakingrisks
Managersneedtoencourageallemployeestobe
innovative

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

16

Challenges to Managing (contd)

KnowledgeManagement
Thecultivationofalearningculturewhere
organizationalmemberssystematicallygather
andshareknowledgewithothersinorderto
achievebetterperformance

LearningOrganization
Anorganizationthathasdevelopedthecapacity
tocontinuouslylearn,adapt,andchange
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

17

Exhibit 1.11 Learning Organization Vs.

Traditional Organization

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

18

Why Study Management?

TheValueofStudyingManagement
Theuniversalityofmanagement
Goodmanagementisneededinallorganizations

Therealityofwork
Employeeseithermanageoraremanaged

Entrepreneurship
Theorganizedefforttopursueopportunitiestocreate
valueandgrowthroughinnovationanduniqueness

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

19

Submitting Class Exercises

ProperFormat:

FontArial12pt.
Doublespaced
Provideapropercoverpage
Providetheanswers
Provideareferencelist(HarvardFormat)

Dontjustanswerthequestionfromyourhead,
conductresearchtoproveyourpoint.Support
yourideaswithinlinecitationsandreferences.
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

20

Thank You
Comepreparednextclass(seeoutlinefornext
twochaptersandexercisequestionstoprepare)

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

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